NETWORK ANALYSIS PPT.pptx PERT CPW COST EFFECTIVE AND COST BENEFIT ANALYSIS

NETWORK ANALYSIS PPT.pptx PERT CPW COST EFFECTIVE AND COST BENEFIT ANALYSIS

1. NETWORK ANALYSIS

2. Learning objectives Provide a brief overview of project management techniques (behavioral and quantitative) Describe in detail Network Analysis techniques including PERT and CPM utilizing an example project of establishing a nutritional counseling unit Compare with other management techniques including Gantt chart and SWOT analysis

3. Outline Brief overview of management techniques Behavioral Quantitative Network analysis PERT CPM Network analysis of a project Eg: Establishing a nutritional counseling unit Other tools for program management Gantt chart SWOT analysis

4. Behavioral methods Organizational Design Personnel Management Communication Techniques Information Systems Management by Objectives (MBO)

5. Quantitative methods 1. Cost-Benefit Analysis 2.Cost-Effective Analysis 3.Cost-Accounting 4.Model 5.Systems Analysis 6.Input-Output analysis:

6. Quantitative methods 7. Planning–Programming–Budgeting System (PPBS) 8. Work Sampling 9. Decision Making 10.Network analysis 11.Gantt chart 13.SWOT analysis

7. Behavioral methods of project management 1. Organizational Design Organizational design refers to the process of structuring an organization to align its resources and activities effectively with its goals and strategies .

8. Behavioral methods of project management Organizational Design Poor organization wastes resources. Must suit current needs and situations. Reviewed periodically due to changing concepts/technology. Efficient health services need effective organization.

9. 2 . Personnel Management Proper use of human resources. Selection, training, motivation, role division. Avoid unsuitable staff in admin roles. Provide incentives and promotion opportunities. 3. Communication Vital for smooth functioning. Barriers at all levels: doctor–patient, senior–junior, doctor–nurse, ministry–government. Poor communication causes delays in reporting, supplies, salaries, statistics, and remedial action.

10. 4.Information Systems  Supports daily health system management with both formal and informal data. Includes collection, classification, transformation, and display of data.  Helps evaluate health programmes , provides feedback, and aids planning. Eg IHIP, MCTS 5.Management by Objectives (MBO)  Sets objectives for units/subunits, each prepares action plans. Each employee must have an objective that matches with organizational objectives  Facilitates smooth achievement of results.

11. B. Quantitative Methods Definition: Uses data, economics, operations research, and budgeting for health management. 1.Cost-Benefit Analysis Approach: Compares programme benefits to costs, usually in monetary terms. Limitation: Benefits like lives saved/deaths prevented may not be easily quantified in money, limiting scope. 2.Cost-Effective Analysis Approach: Values results in physical units (e.g., lives saved, disease-free days) rather than money. Limitation: Sometimes impractical as results may still be difficult to measure.

12. Cost benefit versus cost effectiveness Feature Cost–Benefit Analysis (CBA) Cost–Effectiveness Analysis (CEA) Example Evaluating a TB elimination programme by comparing with programme cost. Evaluating a TB elimination programme by comparing with lives saved

13. 3.Cost-Accounting  Tracks programme costs, aids planning and financial decisions. Techniques: Cost control Planning and allocation of resources Pricing and reimbursement decisions 4.Model The model is a key concept in management science, used to understand how changes in factors affect outcomes. It is the ideal picture but not representing reality itself.

14. 5.Systems Analysis Systems Analysis looks at the entire health programme to see how all its parts work together Input: Doctors, nurses, vaccines, money. Process: Vaccination sessions, outreach camps. Output: % children immunized. 6.Input-Output analysis: Input refers to all health service activities which consume resources and output refers to useful outcomes as cases treated ,lives saved or inoculations performed.

15. 7 . Planning–Programming–Budgeting System (PPBS) Helps decision makers allocate resources effectively. Groups activities into programmes related to objectives. Known as “Zero Budget Approach” – all budgets start at zero, must be justified annually. Focuses on efficient use of available resources . 8. Work Sampling Systematic observation/recording of activities at random or set intervals. Measures types of activities and time spent. Applied to doctors, nurses, pharmacists, technicians. Helps judge staff appropriateness, job descriptions, training. Useful for manpower planning and standardizing job methods.

16. 9. Decision Making Decisions should be made at the level where best information is available. Should not rely on incomplete data. In health sector: decisions on resource use, workload of medical/paramedical staff, and healthcare strategies. Best decision not always from top management, but from the most informed level. 10.Network analysis

17. What is a Project? A project is an interrelated set of activities that has definite starting and ending points and that result in a unique product or service . Need interdepartmental coordination– they need varied skills of different profession Personnel, materials, facilities etc. are assembled to accomplish a goal within a specified time frame and then disbanded

18. Definition of Project A project is a combination of human and non human resources pooled together in a temporary organization to achieve specific purpose Examples of Project Hosting a College Annual Function Erect a Public health Lab in the Dept. of Community

19. Project Attributes A project: •Has a unique purpose. •Is temporary. •Is developed stepwise using progressive planning. •Requires resources, often from various areas. •Involves uncertainty

20. NETWORK ANALYSIS Network Analysis refers to a number of techniques for the planning and control of complex projects . A network is a graphic representation of a project’s operations This is composed of activities and events These must be completed to achieve the objective of a project This shows the planning sequence, their accomplishments , their dependence and inter relationships . Requires time to complete Represented by an arrow

21. NETWORK ANALYSIS Activity: Any operation which utilizes resources and has an end and a beginning, is called activity. A task or a certain amount of work required in the project Requires time to complete Represented by an arrow

22. An arrow is commonly used to represent an activity with its head indicating the direction of progress in the project. Activities are identified by the numbers of their starting (tail or initial) Activity event and ending (head, or terminal) event. For example, an arrow ( i,j ) between two events; the tail event i represents the start of the activity and the head event j represents the completion of the activity i j Starting event Completion event activity

23. ( i ) Predecessor Activity- An activity which must be completed before the start of one or more other activities is known as predecessor activity. ( ii) Successor Activity- An activity which starts immediately after the completion of one or more of other activities is known as successor activity. (iii) Concurrent Activity- An activity which can be accomplished concurrently is known as concurrent activity. It may be noted that an activity can be a predecessor or a successor to an event or it may be concurrent with one or more of the other activities. (iv) Dummy Activity- An activity which does not consume either any resource and/or time is known as dummy activity.

24. Dummy activity It can be noted that the dummy activity is inserted in the network to clarify the activity pattern in the following two situations: (a) to make activities with common starting and finishing points distinguishable, and (b) to identify and maintain the proper precedence relationship between activities that are not connected by events 2 1 5 4 3 A D B C Dummy activity

25. 2 . Node: The specific point in time at which an activity begins or ends is called a node. The starting and end points of an activity are thus described by two nodes, usually known as the tail node and head node, respectively. A node is generally represented by a circle, rectangle, hexagon or other geometric shapes. Numbers within the geometric shapes distinguish an activity from another one 1 2 A Tail node Head node

26. 3 . Event : An event represent the start (beginning) or completion (end) of some activity and as such it consumes no time. It has no time duration and does not consume any resource. An event is nothing but a node and is generally represented on the network by a circle, rectangle, hexagon or some other geometric shape.

27. The events can be further classified into following three categories: ( i ) Merge event- When more than one activity comes and joins an event, such event is known as merge event. (ii) Burst event- When more than one activity leaves an event, such event is known as a burst event. (iii) Merge and burst event- An event may be merge and burst at the same time. Merge event Merge and burst event Burst event

28. The two most frequently used forms of network planning are: 1. Programme Evaluation and Review Technique (PERT) 2. Critical Path Method (CPM)

29. Programme Evaluation and Review Technique (PERT) PERT was developed in 1956-58 by a research team to help in the planning and scheduling of the US Navy’s Polaris nuclear submarine missile project involving thousand of activities. Objective: To efficiently plan and develop the Polaris missile system. This technique was proved to be useful for projects that have an element of uncertainty in the estimation of activity duration

30. PERT(Program Evaluation and Review Technique) is a method to analyze the involved tasks in completing a given project, especially the time needed to complete each task, and identifying the minimum time needed to complete the total project. PERT is based on the assumption that an activity’s duration follows a probability distribution instead of being a single value

31. Three-time estimates are required to compute the parameters of an activity’s duration distribution: 1.Pessimistic time ( tp ) - the time the activity would take if things did not go well 2.Most likely time (tm ) - the consensus best estimate of the activity’s duration 3.Optimistic time (to ) - the time the activity would take if things did go well.

32. Here are the main components of a PERT chart: Nodes : it represents the task or milestones. every node represents the task name and may also show duration of the task. Arrows : it indicates the direction or sequence of task and also dependencies between them. suppose an array from A to B, then task A must be completed before task B. Time Estimation : It estimates the time duration to complete the task. Critical Path: The critical path is the largest path in project management that always results in the shortest time to complete the project. Milestones: It is Key point in the project timeline that represent significant events or deadlines .

33. How a PERT Chart Works? A PERT chart used to plan and visualize tasks in a project. It breaks down the project into individual tasks and shows the sequence in which they must be completed. Each task is represented by a node, and arrows indicate the dependencies between tasks. By analyzing the chart, teams can identify the critical path, which helps determine the shortest time to complete the project and allocate resources effectively

34. How to Create a PERT chart? To create a PERT chart, we can follow the below steps: Step 1 : Identify Project Tasks List all the tasks required to complete the project. Identifying tasks means listing all the steps needed to complete a project. Start by figuring out what the main goal is, then break it down into smaller actions. Ask team members for ideas and use clear action words for each task.

35. Step 2 : Define task dependencies Defining task dependencies means figuring out which tasks must be completed before others can start. Look at your task list and identify connections by asking if one task relies on another. This helps you establish the order of work, ensuring everything is done in the right sequence. Step 3 : Estimate Timeline Estimating the timeline involves figuring out how long each task will take to complete. For each task, think about the quickest time it could be done (optimistic), the longest it might take (pessimistic), and the most likely time it will actually take. This gives you a better idea of the overall project duration and helps with planning

36. Step 4 : Calculate Critical Path Calculate Critical Path means finding the longest sequence of tasks that determines the shortest time to complete the project. Identify which tasks can’t be delayed without affecting the overall focus on what’s most important. project deadline, helping you Step 5 : Manage task progress It involves tracking how each task is going. Regularly check if tasks are on schedule, address any delays, and adjust plans if needed. This ensures the project stays on track and any issues are resolved quickly.

37. The main characteristics of PERT are as following: It serves as a base for obtaining the important facts for implementing the decision-making and forms the basis for all the planning activities. PERT helps management in deciding the best possible resource utilization method. PERT take advantage by using time network analysis technique. PERT presents the structure for reporting information.

38. It helps the management in identifying the essential elements for the completion of the project within time. It specifies the activities that from the critical path. It describes the probability of completion of project before the specified date. It describes the dependencies of one or more tasks on each other. It represents the project in graphical plan form

39. Advantages of PERT Chart : Estimation of completion time of project is given by the PERT. It supports the identification of the activities with slack time. The start and dates of the activities of a specific project is determined. It helps project manager in identifying the critical path activities. PERT makes well organized diagram for the representation of large amount of data

40. Critical Path Method (CPM) CPM was developed by E.I. DuPont company along with Remington Rand Corpo ration almost at the same time 1956-58. Objective of the company was to develop a technique to monitor the maintenance of its chemical plants. This technique has proved to be useful for developing time-cost balance for projects that involve activities of repetitive nature.

41. Critical Path Method (CPM) Definition: CPM is a network analysis technique used for planning and scheduling large projects by identifying the critical path Critical path is the sequence of tasks that determines the longest path needed to complete the project It emphasizes time–cost relationship Advantage: Identifies which activities are critical (no delay allowed) vs non-critical (can be delayed without affecting completion), ensuring better resource utilization.

42. IDENTIFY ROOM RENOVATE ROOM FURNITURE SET UP OTHER EQUIPMENT PROJECT PLANNED ORDER IEC INSTALL IEC BEGIN NUTRITION COUNSELLING UNIT RECRUIT STAFF TRAIN STAFF ASSESSMENT EXAM 5days 10days 10days 5days 7days 3days 10days 7days 3days Critical path(dotted line):identify room-renovate room-furniture-other equipment,30days

43. Aspect PERT CPM Abbreviation PERT stands for Project Evaluation and Review Technique. CPM stands for Critical Path Method Definition PERT is a technique of project management which is used to manage uncertain (i.e., time is not known) activities of any project CPM is a technique of project management which is used to manage only certain (i.e., time is known) activities of any project. Orientation It is event-oriented technique which means that network is constructed on the basis of event. It is activity-oriented technique which means that network is constructed on the basis of activities. Model Type It is a probability model. It is a deterministic model. Focus It majorly focuses on time as meeting time target or estimation of percent completion is more important. It majorly focuses on Time cost balance as minimizing cost is more important. Difference between PERT and CPM

44. Aspect PERT CPM Precision It is appropriate for high precision time estimation. It is appropriate for reasonable time estimation Nature of Job It has Non-repetitive nature of job. It has repetitive nature of job. Dummy Activities It doesn’t use any dummy activities. It uses dummy activities for representing sequence of activities. Sustainability It is suitable for projects which required research and development. It is suitable for construction projects. Difference between PERT and CPM

45. Gantt Chart A  horizontal bar diagram  used to assess time duration and sequence of project activities X-axis  → total project time (days, weeks, months). Y-axis  → tasks to be completed. Bars show progress (completed tasks shaded). Can represent tasks, people, resources, milestones, and dependencies. Simple to make  and useful for complex projects.

46. Uses of Gantt Chart Scheduling and monitoring tasks within a project. Communicating project plans or status of a project. Helps to Managing time-based dependencies between activities. Checking corrective measures to bring project back on track.

47. This Photo by Unknown Author is licensed under CC BY-SA-NC

48. Feature PERT chart Gantt chart Purpose Visualize project tasks and dependencies Schedule tasks over time Focus Task relationships and sequence Task duration and timeline Representation Network diagram with nodes and arrows Horizontal bar chart Time Estimation Includes optimistic, pessimistic, and most likely durations Shows start and end dates Complexity More complex, suitable for large projects Simpler, easier to read Flexibility Adaptable for changing project paths Less flexible once established Best Use Case Research and development projects Construction and production schedules PERT Chart Vs Gantt Chart

49. S WOT (Strength, Weakness, Opportunities, Threats/Challenges) Analysis Tool to evaluate  interna l factors  (strengths, weaknesses ) a nd  external factors  (opportunities, threats). Helps in identifying objectives and formulating strategies for projects/programs Internal Strengths & Weaknesses Strengths & Weaknesses  arise in: Management, promotion, finance, accounting, operations, staff capacity, research & development, information systems. Goal: Capitalize on strengths, eliminate weaknesses.

50. Environmental Analysis Evaluates external  business environment  factors: Economy, demographics, socio-cultural, political trends. Technology, legal, government, natural environment. Stakeholders: suppliers, clients, staff, unions, owners, shareholders.

51. References 1.Park K. Park’s Textbook of Preventive and Social Medicine . 28th ed. Jabalpur: Bhanot Publishers; 2023. Indian Association of Preventive and Social Medicine (IAPSM). Textbook of Community Medicine: Preventive and Social Medicine with Recent Advances . Latest ed. New Delhi: Jaypee Brothers Medical Publishers; 2021. Kishore J. National Health Programs of India: National Policies and Legislations Related to Health . 15th ed. New Delhi: Century Publications; 2022 .

52. Thank you